The results of company-wide quality-improvement programmes are usually new company policies. Implementation of these quality-improvement policies can be extremely difficult, because employees may not comply with them. A survey among 41 middle managers and 143 front-line workers was conducted in Hong Kong to investigate how far influence tactics affect employees’ compliance with quality-improvement policies. The results indicate that the companies’ commitment to quality-improvement policies is very high. Front-line workers responded best to exchange and upward appeals tactics, assertive tactics receiving the lowest score. Managers were more responsive to rational persuasion and consultation tactics and less to assertive and exchange tactics.

The results of company-wide quality-improvement programmes are usually new company policies. Implementation of these quality-improvement policies can be extremely difficult, because employees may not comply with them. A survey among 41 middle managers and 143 front-line workers was conducted in Hong Kong to investigate how far influence tactics affect employees’ compliance with quality-improvement policies. The results indicate that the companies’ commitment to quality-improvement policies is very high. Front-line workers responded best to exchange and upward appeals tactics, assertive tactics receiving the lowest score. Managers were more responsive to rational persuasion and consultation tactics and less to assertive and exchange tactics.

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dc.language

eng

en_HK

dc.publisher

Emerald Group Publishing Limited. The Journal's web site is located at http://www.emeraldinsight.com/jmp.htm

en_HK

dc.relation.ispartof

Journal of Managerial Psychology

en_HK

dc.subject

Hong kong

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dc.subject

TQM

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dc.subject

Quality management

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dc.subject

Quality improvement

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dc.subject

Influence tactics

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dc.title

The utilization of influence tactics for the implementation of quality improvement policies